47
PowerPoint Presentation by Charlie PowerPoint Presentation by Charlie Cook Cook The University of West Alabama The University of West Alabama 1 Human Human Resource Resource Management Management ELEVENTH EDITION ELEVENTH EDITION G A R Y D E S S L E G A R Y D E S S L E R R © 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved. All rights reserved. Personnel Planning and Recruiting Personnel Planning and Recruiting Chapter Chapter 5 Part 2 | Recruitment and Part 2 | Recruitment and Placement Placement

Dessler ch5

Embed Size (px)

Citation preview

Page 1: Dessler ch5

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

Personnel Planning and RecruitingPersonnel Planning and Recruiting

Chapter 5Chapter 5

Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

Page 2: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Explain the main techniques used in employment Explain the main techniques used in employment planning and forecasting.planning and forecasting.

2.2. List and discuss the main outside sources of List and discuss the main outside sources of candidates.candidates.

3.3. Effectively recruit job candidates.Effectively recruit job candidates.

4.4. Name and describe the main internal sources of Name and describe the main internal sources of candidates.candidates.

5.5. Develop a help wanted ad.Develop a help wanted ad.

6.6. Explain how to recruit a more diverse workforce.Explain how to recruit a more diverse workforce.

Page 3: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–3

The Recruitment and Selection ProcessThe Recruitment and Selection Process

1.1. Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning and forecastingand forecasting..

2.2. Build a candidate pool by Build a candidate pool by recruitingrecruiting internal or external internal or external candidates.candidates.

3.3. Have candidates complete Have candidates complete application formsapplication forms and and undergo initial screening interviews.undergo initial screening interviews.

4.4. Use Use selection toolsselection tools to identify viable candidates. to identify viable candidates.

5.5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interviewinterview the candidates. the candidates.

Page 4: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–4

FIGURE 5–1 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

Page 5: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–5

FIGURE 5–2 Linking Employer’s Strategy to Plans

Page 6: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–6

Planning and ForecastingPlanning and Forecasting

• Employment or Personnel PlanningEmployment or Personnel Planning The process of deciding what positions the firm The process of deciding what positions the firm

will have to fill, and how to fill them.will have to fill, and how to fill them.

• Succession PlanningSuccession Planning The process of deciding how to fill the company’s The process of deciding how to fill the company’s

most important executive jobs.most important executive jobs.

• What to Forecast?What to Forecast? Overall personnel needsOverall personnel needs

The supply of inside candidatesThe supply of inside candidates

The supply of outside candidatesThe supply of outside candidates

Page 7: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–7

Forecasting Personnel NeedsForecasting Personnel Needs

Trend Analysis Scatter Plotting

ForecastingTools

Ratio Analysis

Page 8: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–8

FIGURE 5–3 Determining the Relationship Between Hospital Size and Number of Nurses

Note: After fitting the line, you can project how many employees you’ll need, given your projected volume.

Size of Hospital (Number of Beds)

Number of Registered

Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

Page 9: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–9

Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting TechniquesTechniques

• They focus on projections and historical relationships.They focus on projections and historical relationships.

• They do not consider the impact of strategic initiatives They do not consider the impact of strategic initiatives on future staffing levels.on future staffing levels.

• They support compensation plans that reward They support compensation plans that reward managers for managing ever-larger staffs.managers for managing ever-larger staffs.

• They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable.inevitable.

• They validate and institutionalize present planning They validate and institutionalize present planning processes and the usual ways of doing things.processes and the usual ways of doing things.

Page 10: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–10

Using Computers to Forecast Personnel Using Computers to Forecast Personnel RequirementsRequirements

• Computerized ForecastsComputerized Forecasts

Software that estimates future staffing needs by:Software that estimates future staffing needs by:

Projecting sales, volume of production, and Projecting sales, volume of production, and personnel required to maintain different volumes personnel required to maintain different volumes of output.of output.

Forecasting staffing levels for direct labor, indirect Forecasting staffing levels for direct labor, indirect staff, and exempt staff.staff, and exempt staff.

Creating metrics for direct labor hours and three Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, sales projection scenarios—minimum, maximum, and probable.and probable.

Page 11: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–11

FIGURE 5–4 Management Replacement Chart Showing DevelopmentNeeds ofPotential FutureDivisional VicePresidents

Page 12: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–12

Forecasting the Supply of Forecasting the Supply of Inside CandidatesInside Candidates

Manual Systems and Replacement

Charts

Qualification Inventories

Computerized Information

Systems

Page 13: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–13

The Matter of PrivacyThe Matter of Privacy

• Ensuring the Security of HR InformationEnsuring the Security of HR Information

Control of HR information through access matricesControl of HR information through access matrices

Access to records and employee privacyAccess to records and employee privacy

• Legal ConsiderationsLegal Considerations

The Privacy Act of 1974The Privacy Act of 1974

Americans with Disabilities ActAmericans with Disabilities Act

Page 14: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–14

FIGURE 5–5 Keeping Data Safe

1. Perform background checks on anyone who is going to have access to personal information.

2. If someone with access to personal information is out sick or on leave, don’t hire a temporary employee to replace him or her. Instead, bring in a trusted worker from another department.

3. Perform random background checks such as random drug tests. Just because someone passed five years ago doesn’t mean their current situation is the same.

4. Limit access to information such as SSNs, health information, and other sensitive data to HR managers who require it to do their jobs.

Since intruders can strike from outside an organization or from within, HR departments can help screen out potential identity thieves by following four basic rules:

Page 15: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–15

Forecasting Outside Candidate SupplyForecasting Outside Candidate Supply

• Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates General economic conditionsGeneral economic conditions

Expected unemployment rateExpected unemployment rate

• Sources of InformationSources of Information Periodic forecasts in business publicationsPeriodic forecasts in business publications

Online economic projectionsOnline economic projections

India. Congressional Budget Office (CBO)India. Congressional Budget Office (CBO)

iNdian Department of Labor’s O*NETiNdian Department of Labor’s O*NET™™

Bureau of Labor Statistics (BLS)Bureau of Labor Statistics (BLS)

Other agencies and private sourcesOther agencies and private sources

Page 16: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–16

Effective RecruitingEffective Recruiting

• External Factors Affecting RecruitingExternal Factors Affecting Recruiting Supply of workersSupply of workers Outsourcing of white-collar jobsOutsourcing of white-collar jobs Fewer “qualified” candidatesFewer “qualified” candidates

• Other Factors Affecting RecruitingOther Factors Affecting Recruiting Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods Nonrecruitment HR issues and policiesNonrecruitment HR issues and policies Successful prescreening of applicantsSuccessful prescreening of applicants Public image of the firmPublic image of the firm Employment lawsEmployment laws

Page 17: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–17

Effective Recruiting (cont’d)Effective Recruiting (cont’d)

• Advantages of Centralizing RecruitmentAdvantages of Centralizing Recruitment

Strengthens employment brandStrengthens employment brand

Facilitates applying strategic prioritiesFacilitates applying strategic priorities

Reduces duplication of HR activitiesReduces duplication of HR activities

Reduces cost of new HR technologiesReduces cost of new HR technologies

Builds teams of HR expertsBuilds teams of HR experts

Provides better measurement of HR performanceProvides better measurement of HR performance

Allows for sharing of applicant poolsAllows for sharing of applicant pools

Page 18: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–18

FIGURE 5–6 Sample Acceptable Questions Once Conditional Offer Is Made

1. Do you have any responsibilities that conflict with the job vacancy?

2. How long have you lived at your present address?

3. Do you have any relatives working for this company?

4. Do you have any physical defects that would prevent you from performing certain jobs where, to your knowledge, vacancies exist?

5. Do you have adequate means of transportation to get to work?

6. Have you had any major illness (treated or untreated) in the past 10 years?

7. Have you ever been convicted of a felony or do you have a history of being a violent person? (This is a very important question to avoid a negligent hiring or retention charge.)

8. What is your educational background? (The information required here would depend on the job-related requirements of the position.)

Page 19: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–19

Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness

What to Measure

How to Measure

Evaluating Recruiting

Effectiveness

Page 20: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–20

TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants

Selection Device Validity for Predicting Job

Performance*

Construct

General mental ability tests 0.51

Conscientiousness tests 0.31

Integrity tests 0.41

Method

Work sample tests 0.54

Job knowledge tests 0.48

Structured interviews 0.51

Biographical data 0.35

Grade point average 0.23

Ratings of training and experience 0.11

Note: *Higher is better.

Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.

Page 21: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–21

FIGURE 5–7 Recruiting Yield Pyramid

Page 22: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–22

Internal Candidates: Hiring from WithinInternal Candidates: Hiring from Within

• Foreknowledge of candidates’ strengths and weaknesses

• More accurate view of candidate’s skills

• Candidates have a stronger commitment to the company

• Increases employee morale

• Less training and orientation required

• Failed applicants become discontented

• Time wasted interviewing inside candidates who will not be considered

• Inbreeding strengthens tendency to maintain the status quo

Advantages Disadvantages

Page 23: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–23

Finding Internal CandidatesFinding Internal Candidates

Hiring from Within

Job Posting

Succession Planning (HRIS)

Rehiring Former Employees

Page 24: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–24

Outside Sources of CandidatesOutside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Offshoring/Outsourcing

6

7

8

9

On Demand Recruiting Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Page 25: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–25

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• Recruiting via the InternetRecruiting via the Internet AdvantagesAdvantages

Cost-effective way to publicize job openingsCost-effective way to publicize job openings More applicants attracted over a longer periodMore applicants attracted over a longer period Immediate applicant responsesImmediate applicant responses Online prescreening of applicantsOnline prescreening of applicants Links to other job search sitesLinks to other job search sites Automation of applicant tracking and evaluationAutomation of applicant tracking and evaluation

DisadvantagesDisadvantages Exclusion of older and minority workersExclusion of older and minority workers Excessive number of unqualified applicantsExcessive number of unqualified applicants Personal information privacy concerns of applicantsPersonal information privacy concerns of applicants

Page 26: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–26

FIGURE 5–8Top Job Boards Ranked According to Average Number of Job Listings

Source: Workforce Management, May 22, 2006, p. 12.

Page 27: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–27

FIGURE 5–9 Ineffective and Effective Web Ads

Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.

Page 28: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–28

Advertising for Outside CandidatesAdvertising for Outside Candidates

• The Media ChoiceThe Media Choice Selection of the best medium depends on the Selection of the best medium depends on the

positions for which the firm is recruiting.positions for which the firm is recruiting.

Newspapers: local and specific labor marketsNewspapers: local and specific labor markets

Trade and professional journals: specialized Trade and professional journals: specialized employeesemployees

Internet job sites: global labor marketsInternet job sites: global labor markets

• Effective AdsEffective Ads Create attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA).

Create a positive impression of the firm.Create a positive impression of the firm.

Page 29: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–29

FIGURE 5–10 Help Wanted Ad That Draws Attention

Source: The New York Times, May 13, 2007, Business p. 18.

Page 30: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–30

Employment AgenciesEmployment Agencies

Public Agencies

Private Agencies

Types of Employment

Agencies

Nonprofit Agencies

Page 31: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–31

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• Why Use a Private Employment AgencyWhy Use a Private Employment Agency

No HR department: firm lacks recruiting and No HR department: firm lacks recruiting and screening capabilities.screening capabilities.

To attract a pool of qualified applicants.To attract a pool of qualified applicants.

To fill a particular opening quickly.To fill a particular opening quickly.

To attract more minority or female applicants.To attract more minority or female applicants.

To reach currently employed individuals who are To reach currently employed individuals who are more comfortable dealing with agencies.more comfortable dealing with agencies.

To reduce internal time devoted to recruiting.To reduce internal time devoted to recruiting.

Page 32: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–32

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies Provide the agency with accurate and complete job Provide the agency with accurate and complete job

descriptions.descriptions.

Make sure tests, application blanks, and interviews Make sure tests, application blanks, and interviews are part of the agency’s selection process.are part of the agency’s selection process.

Review candidates accepted or rejected by your firm Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of or the agency for effectiveness and fairness of agency’s screening process.agency’s screening process.

Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions.

Supplement the agency’s reference checking by Supplement the agency’s reference checking by checking the final candidate’s references yourself.checking the final candidate’s references yourself.

Page 33: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–33

Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing

• Benefits of TempsBenefits of Temps Increased productivityIncreased productivity—p—paid only when workingaid only when working

Allows “trial run” for prospective employeesAllows “trial run” for prospective employees

No recruitment, screening, and payroll No recruitment, screening, and payroll administration costs administration costs

• Costs of TempsCosts of Temps Increased labor costs due to fees paid to temp Increased labor costs due to fees paid to temp

agenciesagencies

Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm

Page 34: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–34

Concerns of Temp EmployeesConcerns of Temp Employees

• Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment by employers.by employers.

• Insecurity about employment and pessimism about the Insecurity about employment and pessimism about the future.future.

• Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits.• Being misled about job assignments and whether Being misled about job assignments and whether

temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions.positions.

• Being “underemployed” while trying return to the full-Being “underemployed” while trying return to the full-time labor market.time labor market.

• Anger toward the corporate world and its values; Anger toward the corporate world and its values; expressed as alienation and disenchantment.expressed as alienation and disenchantment.

Page 35: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–35

FIGURE 5–11 Guidelines for Using Temporary Employees

Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.

1. Do not train your contingent workers. Ask their staffing agency to handle training.

2. Do not negotiate the pay rate of your contingent workers. The agency should set pay.

3. Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.

4. Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.

5. Do not routinely include contingent workers in your company’s employee functions.

6. Do not allow contingent workers to utilize facilities intended for employees.

7. Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.

8. Do not let managers discuss harassment or discrimination issues with contingent workers.

9. Do not discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.

10. Do not terminate a contingent worker directly. Contact the agency to do so.

Page 36: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–36

Working with a Temp AgencyWorking with a Temp Agency• Invoicing.Invoicing. Make sure the agency’s invoice fits your company’s Make sure the agency’s invoice fits your company’s

needs.needs.

• Time sheets.Time sheets. The time sheet is a verification of hours worked and The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.an agreement to pay the agency’s fees.

• Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a temp What is the policy if you want to hire a temp as a permanent employee?as a permanent employee?

• Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does the How does the agency plan to recruit and what sorts of benefits it will it pay?agency plan to recruit and what sorts of benefits it will it pay?

• Dress code.Dress code. Specify the attire at each of your offices or plants. Specify the attire at each of your offices or plants.

• Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from Get a statement from the agency that it does not discriminate when filling temp orders.the agency that it does not discriminate when filling temp orders.

• Job description information.Job description information. Ensure that the agency understands Ensure that the agency understands the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.

Page 37: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–37

Offshoring/Outsourcing White-Collar Offshoring/Outsourcing White-Collar and Other Jobsand Other Jobs

Political and Military Instability

Cultural Misunderstandings

Customers’ security and

privacy concerns

Foreign contracts, liability, and legal

concerns

Special training of foreign employees

Costs of foreign workers

Resentment and anxiety of U.S.

employees/unions

MainIssues

Page 38: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–38

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• Executive Recruiters (Headhunters)Executive Recruiters (Headhunters) Contingent-based recruitersContingent-based recruiters Retained executive searchersRetained executive searchers Internet technology and specialization trendsInternet technology and specialization trends

• Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter

1.1. Make sure the firm is capable of conducting a Make sure the firm is capable of conducting a thorough search.thorough search.

2.2. Meet individual who will handle your assignment.Meet individual who will handle your assignment.

3.3. Ask how much the search firm charges.Ask how much the search firm charges.

4.4. Never rely solely on the recruiter to do reference Never rely solely on the recruiter to do reference checking.checking.

Page 39: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–39

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• College RecruitingCollege Recruiting On-campus recruiting On-campus recruiting

goalsgoals

To determine if the To determine if the candidate is worthy of candidate is worthy of further considerationfurther consideration

To attract good To attract good candidatescandidates

On-site visitsOn-site visits

Invitation lettersInvitation letters

Assigned hostsAssigned hosts

Information packagesInformation packages

Planned interviewsPlanned interviews

Timely employment Timely employment offeroffer

Follow-upFollow-up

InternshipsInternships

Page 40: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–40

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)

• Employee ReferralsEmployee Referrals Referring employees become stakeholders.Referring employees become stakeholders.

Referral is a cost-effective recruitment program.Referral is a cost-effective recruitment program.

Referral can speed up diversifying the workforce.Referral can speed up diversifying the workforce.

Relying on referrals may be discriminatory.Relying on referrals may be discriminatory.

• Walk-insWalk-ins Seek employment through a personal direct Seek employment through a personal direct

approach to the employer.approach to the employer.

Courteous treatment of any applicant is a good Courteous treatment of any applicant is a good business practice.business practice.

Page 41: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–41

FIGURE 5–12 Best Recruiting Sources

Percentage of employers reporting best-performing sources for hiring without regard to cost, 2004.

Source: Workforce Management, December 2004, p. 98.

Note: Survey of 2,294 organizations.

Page 42: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–42

Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated Employee Recruitment System

Page 43: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–43

Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-WorkMinorities and

Women

The Disabled

Page 44: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–44

Developing and Using Application FormsDeveloping and Using Application Forms

Applicant’s education and

experience

Applicant’s likelihood of

success

Applicant’s progress and

growth

Uses of Application Information

Applicant’s employment

stability

Page 45: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–45

FIGURE 5–13Employment Application

Page 46: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–46

Application Forms and the LawApplication Forms and the Law

Education Achievements

Arrest Record

Notification in Case of

Emergency

Memberships in Organizations

Physical Handicaps

Marital Status

Housing Arrangements

Areas of Personal Information

Page 47: Dessler ch5

© 2008 Prentice Hall, Inc. All rights reserved. 5–47

K E Y T E R M SK E Y T E R M S

employment or personnel employment or personnel planningplanning

trend analysistrend analysis

ratio analysisratio analysis

scatter plotscatter plot

computerized forecastcomputerized forecast

qualifications inventoriesqualifications inventories

personnel replacement chartspersonnel replacement charts

position replacement cardposition replacement card

recruiting yield pyramidrecruiting yield pyramid

job postingjob posting

succession planningsuccession planning

alternative staffingalternative staffing

on demand recruiting services on demand recruiting services (ODRS)(ODRS)

application formapplication form